Developing a National Coaching Strategy for Church Planters
By Gary Rohrmayer
“There is nothing more heart wrenching than seeing a leader thrust out into the harvest without the appropriate support of a wise and caring coach.” – Gary Rohrmayer
The mission of church planting is central to the growth and vitality of any denomination, association, or network of churches. Investing in the harvest by establishing new faith communities is essential for the health of any organized fellowship of churches, as it is their way of obeying the Great Commission together.
To be successful in planting churches, these organizations must take the coaching of church planters seriously, as they will encounter various challenges in establishing a new community of faith. Thus, developing a national coaching strategy is crucial for the health and success of their mission. Such a strategy provides structured support, practical guidance, and spiritual encouragement to help church planters fulfill their calling effectively. There is nothing more heart wrenching than seeing a leader thrust out into the harvest without the appropriate support of a wise and caring coach. This is why an all-encompassing coaching system is so important.
Here is a comprehensive framework for developing a national coaching strategy for church planters:
1. Establishing Vision, Mission, and Values: The foundation of a national coaching strategy lies in its vision and mission. These components set the tone for all activities and ensure alignment with the overarching goals of the church planting movement. A clear vision answers the question, "What do we hope to achieve?" For example, the vision might be: "To empower church planters to establish vibrant, sustainable, and Christ-centered communities across the nation."
The mission defines the "how" of achieving this vision. For instance: "Through relational coaching, tailored resources, and consistent encouragement, we aim to equip church planters to thrive in their ministry contexts." Values define the attitudes, behaviors, and aspirations for achieving the "why" of the vision and the "how" of the mission. An example of a value statement regarding coaching could be: "We believe that no leaders should lead alone and that every leader should have a coach walking alongside them." This combination of vision, mission, and values provides a strong foundation for strategy development.
Barnabas serves as a prototypical example of a coach in the expansion of the church throughout the book of Acts. He is described as "Joseph, a Levite from Cyprus, whom the Apostles called Barnabas (which means the Son of Encouragement)" (Acts 4:36). He embodies the values of a strong coach, including generosity, a deep belief in people, grace-giving, truth-telling, wisdom, conviction, care, and insight (Acts 4:36-37; 9:26; 11:22-26; 13:1-3; 15:36-39).
2. Building Stakeholder Involvement:
A successful national coaching strategy requires input and collaboration from various stakeholders. These include denominational leaders, experienced pastors, church-planting veterans, and representatives familiar with regional and cultural nuances.
Engaging a diverse group ensures that the strategy is comprehensive and adaptable. Identify the top fifty individuals within your mission who can endorse this strategy and help elevate the value of coaching within your movement.
Partnerships with seminaries, mission organizations, and existing church networks can provide valuable insights and resources. Stakeholder involvement also fosters a sense of ownership and commitment to the strategy's success.
3. Recruiting and Training Coaches: Coaches are the glue that keeps your movement healthy and effective. The effectiveness of your movement reflects the quality of your coaches. They are vital in making the coaching system work and in strengthening the relationships within your church planting movement. Coaches play a crucial role in supporting and helping church planters succeed.
The recruitment process should prioritize individuals who demonstrate spiritual and emotional maturity, leadership experience, and a genuine passion for coaching and mentoring. It is essential to select coaches who are on the frontlines and represent your organization’s vision, mission, and values. They need to be fully committed to the mission and embody what it means to be a strong partner and participant in the organization. Nothing undermines a movement more than having coaches misrepresent the organization’s intentions or actions.
Once identified, coaches must receive proper training and certification to equip them for their roles. Training and certification programs should cover active listening, effective question asking, communication skills, goal setting, conflict resolution, and spiritual formation. Coaches should also be familiar with the unique challenges of church planting, including fundraising, team building, and community engagement. Equipping coaches with these skills ensures that they can provide meaningful and practical support to planters.
4. Designing Customized Coaching Pathways: Church planting is not a one-size-fits-all endeavor. Each planter's journey is influenced by their personal calling, cultural context, and the needs of their target community. A national coaching strategy must reflect this diversity by offering customized coaching pathways.
The process begins with assessing each planter's strengths, weaknesses, and specific needs. Tools such as spiritual gifts assessments and leadership profiles can help create a tailored coaching plan. These plans should address theological training, leadership development, and practical skills while providing guidance on navigating local cultural dynamics.
5. Providing Resources and Training: In addition to coaching, church planters need access to resources that address both the spiritual and logistical aspects of their work.
These resources may include:
- Theological Training: Materials that reinforce biblical principles for church growth, church health, evangelism, and disciple-making.
- Leadership Development: Guides on vision casting, team dynamics, and leadership ethics.
- Practical Tools: Templates for budgets, fundraising plans, and community outreach strategies.
Workshops, webinars, and conferences can supplement the one-on-one coaching experience, providing planters with opportunities to learn from experts and network with peers.
6. Ensuring Ongoing Support: Church planting is a long-term commitment that requires sustained encouragement. A national coaching strategy should include mechanisms for ongoing support, such as:
- Regular Check-Ins: Scheduled meetings between coaches and planters to discuss progress and challenges.
- Peer Networks: Forums where planters can connect, share experiences, and offer mutual support.
- Crisis Intervention: Access to specialized resources or counseling during particularly challenging times.
This continuous support fosters resilience and helps prevent burnout, enabling planters to remain focused on their mission.
7. Implementing Accountability and Evaluation: Accountability is crucial for both planters and coaches. A national strategy should establish measurable goals for church planting efforts, such as attendance growth, community impact, and spiritual development within the new church.
Monitoring the coach's relationship with the church planter is critical for success. Any national coaching certification process should include some aspect of monitoring and evaluating this relationship. One tool I use to monitor the coaches I employ and their relationship with our clients is www.myrevcoach.com. This platform is excellent for movement leaders to ensure their coaches engage continually and successfully with their clients.
Regular evaluations allow for tracking progress and identifying areas for improvement. Feedback loops, where planters and coaches share their experiences, can inform adjustments to the strategy, ensuring its relevance and effectiveness.
8. Scaling and Sustainability: A national coaching strategy must be scalable and sustainable to thrive.
Pilot programs in select regions can serve as testing grounds before broader implementation. Funding sources—such as denominational support, grants, and partner churches—are essential for sustaining and propelling the initiative to a new level.
Shareable technology can also significantly contribute to scalability. Digital platforms facilitate communication, resource distribution, and data tracking, making it easier to manage nationwide and regional efforts.
9. Promoting the Strategy: A well-developed strategy must be accompanied by effective promotion. Awareness campaigns within church networks, seminaries, and mission organizations can inspire participation and support.
Highlighting testimonies of successful church plants and the impact of coaching can further galvanize interest. Using video testimonies, as well as written ones, is incredibly important.
We wanted to create a coaching culture throughout our organization a few years ago, so we decided to involve everyone: youth pastors, church planters, and senior pastors. We invited everyone to attend a Coaching Summit, where we spent the morning teaching the technical skills of being an effective coach. In the afternoon, we broke the participants into separate groups to discuss the specific nuances needed to coach each group effectively. This summit helped embed coaching into the culture of our organization.
Conclusion
By combining relational coaching, practical equipping, and strategic oversight, this national coaching strategy can serve as a catalyst for planting thriving churches that advance God's kingdom. Additionally, it can help create a coaching culture that impacts other key leaders in your movement. Remember, as your coaching system grows and matures, so will the impact on your organization.
We are convinced that no leader should travel their leadership journey alone. This core conviction should be the rally cry of your coaching movement.